As a Latina in leadership, I’ve often felt the tension of cultural translation. In one setting, my behavior is celebrated; in another, it’s criticized.
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Being outspoken: In Latin America, raising your voice with conviction signals passion, courage, and commitment to the collective good. In many North American workplaces, the same behavior can be labeled as “too aggressive” or “disrespectful.”
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Warmth and physical connection: Where I come from, greeting with warmth, sometimes even with a hug, builds trust and signals care. Yet in U.S. corporate culture, this may be considered unprofessional or “too personal.”
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Expressive communication: Our tone, gestures, and storytelling add life and emotion to conversations. But in environments that value stoicism or data-only dialogue, this can be dismissed as “too emotional.”
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Collectivism: In Latin culture, centering family and community is a strength—it fosters loyalty and shared responsibility. In an individualistic culture, however, it can be perceived as a sign of insecurity and a lack of ambition or drive.
What I’ve learned is this: these behaviors are not flaws. They are cultural assets. What may be labeled as “too much” is often what makes us impactful, human-centered leaders.
Research in cross-cultural leadership supports this. GLOBE studies on cultural dimensions highlight how Latin American cultures score higher in collectivism and humane orientation compared to the U.S., which scores higher in individualism (House et al., 2004). These differences influence not just leadership perceptions but how leaders are evaluated and rewarded.
When we abandon these traits to fit in, we lose authenticity. But when we filter them through purpose—our inner compass—we integrate the best of both worlds: passion with presence, individuality with impact.
Reflection Prompt: Which leadership behavior from your heritage have you been told is “too much”? How might that actually be your superpower when rooted in purpose?
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